motivation effctiveness

8/13/2019 Motivation Effctiveness

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A state of mind, desire, energy or interest

that translates into action. .

February 14, 2014 1Prof. Pooja Thorat


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Key Elements

1. Intensity: how hard a person tries2. Direction: toward beneficial goal

3. Persistence: how long a person tries

The processes that account for an indi idual!sintensity, direction and persistence of effort

toward attaining a goal."



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Intensity is concerned with how hard a persontries. This is the element most of us focus on whenwe talk about motivation.

Direction is the orientation that benefits theorganization.

Persistence is a measure of how long a personcan maintain his/her effort. Motivated individualsstay with a task long enough to achieve their goal.

February 14, 2014 #Prof. Pooja Thorat


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February 14, 2014 %Prof. Pooja Thorat


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Need based theories: Need theories considersthat individual needs are significant to motivationprocess.

Cognitive or process based theories : areconcerned with, how individual behaviour isenergised, directed and maintained in selfdirected human cognitive process.!"ehaviour is the result of conscious decisionmaking process.#

February 14, 2014 &Prof. Pooja Thorat


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1. Maslows theory of Need Hierarchy.

2. Alderfers ERG Theory

. Theory ! " theory #$. Mc%lellands Theory

&. He'(ergs two factor theory

February 14, 2014 'Prof. Pooja Thorat


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Physiological needs(hunger, thirst)

Sa ety needs(security, !rotection)

Social needs(sense o "elonging, lo#e)

Esteem needs(sel $esteem, recognition, status)

Sel $actuali%ation needs(sel $de#elo!ment, reali%ation)



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Basic Assumptions)nce a need is satisfied, its role declines

Needs are com*le+, m lti*le needs actingsim ltaneo sly.

-ower le el needs m st (e satiated (eforehigher le el needs are acti ated.

More ways e+ist to satisfy higher le el needs.



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Physiological and )afety

)ocial *stee+ )elf ctuali-ation&igher 'e#el

'o er 'e#el



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/A three0le el hierarchical need theory ofmoti ation that allows for mo ement * anddown the hierarchy.

Existence Needs

Relatedness Needs

Growth Needs

February 14, 2014 1#Prof. Pooja Thorat


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ndi iduals ha e # basic needs*/istence

elatedness

rowth

eeds correspond to 3aslow!s ierarchy

3odels differ in how needs are satisfied



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E istence

*elatedness +ro th

ll needs are o!erati#e at one timeFebruary 14, 2014 1$Prof. Pooja Thorat


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3.-heory X3anage+ent iew that assu+es wor5ersgenerally disli5e wor5 and +ust be forcedto do their jobs.

February 14, 2014 1%Prof. Pooja Thorat


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Em*loyees inherently disli e wor and, whene er *ossi(le, will attem*t to a oid it.

3ince em*loyees disli e wor , they m st (eforced, controlled, or threatened with* nishment to achie e goals.

Em*loyee will a oid res*onsi(ilities and seeformal direction whene er *ossi(le.

February 14, 2014 1&Prof. Pooja Thorat


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3.Theory 3anage+ent iew that assu+es wor5ers li5e towor5 and under proper conditions, e+ployeeswill see5 responsibility to satisfy social, estee+,and self6actuali-ation needs.

February 14, 2014 1'Prof. Pooja Thorat


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Em*loyees can iew wor as (eing as nat ral as rest or*lay.

4eo*le will e+ercise self0direction and self0control if theyare committed to the o(5ecti es.

The a erage *erson can learn to acce*t, e en see ,res*onsi(ility.

The a(ility to ma e inno ati e decisions is widely s*readthro gho t the *o* lation and is not necessarily the soleres*onsi(ility of those in management *ositions.

February 14, 2014 1(Prof. Pooja Thorat


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nAch

nPow

nAff

eed /or chie#ementThe dri e to e/cel, to achie ein relation to a set ofstandards, to stri e tosucceed.

eed /or iliationThe desire for friendly andinterpersonal relationships..

eed /or Po er The need to +a5e othersbeha e in a way that they wouldnot ha e beha ed otherwise.



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eed or chie#ement.

The desire to do something (etter or moreefficiently, to sol e *ro(lems, or to mastercom*le+ tas s.

&igh need or achie#ement:

4refer indi id al res*onsi(ilities.4refer challenging goals.

4refer *erformance feed(ac .February 14, 2014 21Prof. Pooja Thorat


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Need For Affiliation.The desire to esta(lish and maintain friendlyand warm relations with others.

High need for affiliation :

Are drawn to inter*ersonal relationshi*s.

3ee o**ort nities for comm nication .



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Need !or Po"erThe desire to control others, to infl ence their (eha ior,or to (e res*onsi(le for others.

4ersonali'ed 4ower 6 Need of controlling others

3ociali'ed 4ower6 1. Need to ma e an im*act on others

2. 7se *ower to do something forothers.

&igh need or !o er :

3ee infl ence o er others.

-i e attention.

-i e recognition.



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$ygiene factors mustbe present to avoid

%obdissatisfaction

#otivation $actorsincrease %obsatis$action

&ygiene actors a#oid

0o" dissatis action

7 8o+pany policy 9ad+inistration

7 )uper ision7 nterpersonal relations7 :or5ing conditions7 )alary7 )tatus

7 )ecurity

7 chie e+ent7 chie e+ent

recognition

7 :or5 itself 7 esponsibility7 d ance+ent7 rowth7 )alary;

February 14, 2014 2$Prof. Pooja Thorat


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Indi#iduals com!are their 0o"in!uts and outcomes ith those o

others and then res!ond toeliminate any ine uities

Indi#iduals com!are their 0o"in!uts and outcomes ith those o

others and then res!ond toeliminate any ine uities

February 14, 2014 2&Prof. Pooja Thorat


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&re your outcomes !eg. rewards or pay# fair whencompared to others' outcomes(

)eers

*ourself in other situations

Sel In!ut

Sel utcome4 ther In!ut

ther utcome



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)eople will be motivated toperform in those work activities

that they find attractive and thatthey feel they can accomplish .

February 14, 2014 #0Prof. Pooja Thorat


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& motivational techni1ue that usesspeci$ic/ cha++enging andacceptab+e goa+s and provides

$eedbac0 to enhance performance .-pecific and difficult goals, withfeedback, lead to higherperformance.

Management by 0b%ectivs !M"0#

February 14, 2014 #1Prof. Pooja Thorat


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1. The superior +eets with the subordinate tode elop and agree on subordinate objecti es.

2. Periodic +eetings +onitor the subordinate!s

progress in achie ing the objecti es.

#. n appraisal +eeting e aluates objecti es anddiagnoses reasons for success and failure.

4. The 3


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-et specific and challenging goals.

)rovide ongoing feedback so thatindividuals can compare their performancewith the goal.

February 14, 2014 ##Prof. Pooja Thorat


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&lso called a social cognitive theory or -ociallearning theory.

An individuals belief that he or she iscapable of performing a task.

2ndividuals with high se+$ e$$icacy increase theirefforts after receiving negative feedback.

2ndividuals with +o" se+$ e$$icacy decrease theirefforts after receiving negative feedback.

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56eha#ior is a unction o its conse uences.7

7 co+bination of rewards and punish+ents isused to reinforce desired beha iour or e/tinguishunwanted beha iour .

7- o ty!es o *ein orcements:1. Positi e2. egati e

February 14, 2014 #$Prof. Pooja Thorat


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*ein orcement -heory

8onse uences

*e ards

o *e ards

Punishment

6eha#ior

#%Prof. Pooja Thorat February 14, 2014


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Positive reinforcement (Support)Negative reinforcement Punishment Positi#e rein orcement:Perfor+ance? followed by valuedConsequences > eward?.

February 14, 2014 #&Prof. Pooja Thorat


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Negative ,ein$orcement.

The withdrawal of negative conse1uences to

increase the likelihood of repeating the desired

behavior in similar settings.

Negative reinforcement results when an

undesirable behavioural conse1uence is suspendedbeing repeated

February 14, 2014 #'Prof. Pooja Thorat


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PunishmentThe administration of negative conse1uences

or the withdrawal of positive conse1uences to

reduce the likelihood of repeating thebehavior in similar settings.

February 14, 2014 #(Prof. Pooja Thorat


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3lassifies persons as intrinsically motivated or

e+trinsically motivated.

Each individual evaluates situation & responds toit accordingly to his frame of reference.

Intrinsically moti#ated people are getting +oti atedby intrinsic +oti ators li5e nature of job, responsibility,co+petition, actual perfor+ance etc.

E trinsically moti#ated people are dependant one/trinsic +oti ators such as pay pro+otion, feedbac5,wor5ing conditions etc.

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These arise within individual

eelings of companionship3omfort-ense of achievement

n%oyment of status and recognition,2nterest in the %ob

4esponsibility)ride in the organization's success



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These are e+ternal to the individual, andgiven by others, such as:

5age or salary"onuses and prizes5orking conditions

TransportationTraining opportunities.



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+portant in getting and retaining people.

The bridge that lin5s indi iduals to

organi-ational goals.

3a5e indi iduals go beyond the job and becreati e.



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-kill 6arietyTask 2dentityTask -ignificance

&utonomyeedback

M)-7 -kill variety8 Task identity8 tasksignificance/9 &utonomy feedback

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9o" *otation : */poses e+ployees to a ariety oftas5s as they +o e fro+ one job to another.

9o" Enlargement: Teaches e+ployees new tas5s intheir present job.

9o" Enrichment: i es e+ployees +ore control

and authority in their present job, along withadditional responsibility.

February 14, 2014 4$Prof. Pooja Thorat


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Flexible Scheduling StrategiesFlextime

Compressed Work Week J ob Sharing

Telecommuting

February 14, 2014 4%Prof. Pooja Thorat


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)articipative management

;uality 3ircles

-elf managed Teams

February 14, 2014Prof. Pooja Thorat 4&


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nu+ber of fir+s +a5e a wide rangeof +oney6based co+pensation progra+s

a ailable to their e+ployees as a for+of +oti ation.

'um!$sum"onuses ES PS +ain$sharing


Pro it sharing


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A firm can also keep its employeescommitted and motivated by

non-monetary means.

Promotion uality o or; li e!!reciation8erti icates

February 14, 2014 4(Prof. Pooja Thorat


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8hanging wor5forceyounger generation e+ployees ha e different needs ande/pectations to baby boo+ers.

people ha e +ore di erse alues @ results in +oreariety in what +oti ates e+ployees

8ultural alues

lobali-ation has added to di ersity

February 14, 2014 $0Prof. Pooja Thorat


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3oti ating 8ontingent :or5ers

3oti ating the Ai ersified :or5ers

3oti ating Bow6)5illed )er ice :or5ers

3oti ating People Aoing ighly epetiti e Tas5s



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ecogni-e ndi idual Aifferences

Cse oals and Feedbac5

llow *+ployees to Participate in Aecisions that ffect The+

Bin5 ewards to Perfor+ance

8hec5 the )yste+ for *Duity



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Thank *ou

motivation effctiveness

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